Russell Hatcher

Responsible for all functional areas of a prepared foods processing plant including the efficient operation of three production shifts, maintenance personnel, safety shipping, receiving, sanitation, scheduling, quality, and process improvement for ~ 750 employees. Other responsibilities include motivating managers to provide guidance and programs to enhance the skill level of their employees resolving issues related to the quality of incoming and outgoing goods and reviewing cost and performance data to help determine areas that need improvement. Manage all capital related projects and budgets as well as responsible for P/L’s in the Alexandria, KY facility. Responsible for facilitating the Talent Mapping and Succession Planning Programs and supporting the Retention Program. Responsible for food safety, food quality, and legality.

• Manage all aspects of cross-functional team to develop and implement major, world-wide technology platform upgrade. • Direct equipment installation schedules and commercial rollout plans for 80% of product volumes. • Advise and participate on new technology development team.

• Managed operations of high speed elastic film extrusion specialty films, extrusion coatings, and custom-engineered laminations with emphasis on Micro porous Breathable, Elastomeric, Monolithic, and Aperture technologies. • Provided leadership and management for 350 exempt and non-exempt personnel. Managed all facets of safety, service, quality, costs, and people issues in facility. • Directed all capital related projects and budgets as well as P/L’s in Augusta, KY facility. o Achieved Zero recordable injuries for nine months o Achieved $1.2 MM improvement YOY in Cost of Quality o Achieved 13.7% improvement in YOY Cost / Unit o Managed $27 MM dollar expansion to facility o Continuously hit 98%+ of target service levels

• Managed high-speed elastic film extrusion and lamination for P&G diaper lines. • Developed and managed budgets and all capital-related projects. • Led organization of~150 in all facets of safety, service, quality, costs, and people issues. • Collaborated with sales and marketing to improve communications, quality, and service. o Achieved Zero recordable injuries in 10 months o Achieved 23% productivity improvements on Laminators and Extruders without capital o Achieved 63% reduction in scrap on Laminators o Achieved 53% reduction in Stops on Laminators o Created stability in department with Lean tools such as: Managing for Daily Improvements (MDI I, II), Hour X Hour metrics w/escalation process, Andon lights, and Standard Work for Leaders

• Managed all facets of operations and P&L’s in both Hamilton, OH and Lowell, IN facilities. • Led, trained, and developed staff of 180. Set up effective succession planning system. o Achieved 3years with Zero recordable injuries o Improved service from 87 % to 98+ % availability o Achieved 22% year over year improvement in Quality Index (QI) o Exceeded MOE and MOE / unit targets three years o Achieved 14 % year over year reductions in scrap o Developed at least 6 people for earned promotions o Built strong Lean culture throughout facilities with Kaizen events Lean tools implemented: Replenishment Pull Systems, Kanbans, Standard Work/Time, Leadership Standard Work, 5S, Managing for Daily Improvements (MDI I, II, III), Work balancing, Kaizen, Value Stream Maps w/ Value add time, Setup reductions, Visual controls, Escalation Process, Andon Systems, Hour X Hour metrics o Actively supported Sales and Marketing on Horizon sales growth projects

• Served as Quality Leader for three facilities which provided critical support to daily production and continuous improvement. • Directed all incoming raw materials and customer claims support. o Reduced Quality Index by 20% o Led team for ISO 9001/2000 standard certification o Used SPC to understand and reduce Quality issues o Led improvements on top five divisional quality issues (Quality Summit) o Ran DOE’s to understand and solve Division’s number one issue (vinyl shrinkage) o Managed/ Mentored Six Sigma Program (15 individuals)

• Led and managed shipping department staff of 65 in all facets of service, safety, quality, costs and personnel. • Set and managed budgets and directed capital related projects. o Installed $1MM Kampf slitter o Hired and trained 30 employees to staff two additional slitters o Achieved 96+ % Service levels for flexibility o Implemented Behavioral Safety Training for department

• Identified opportunities, established baselines/measurement systems, and evaluated alternatives to reach objectives using DMAIC methodologies. • Implemented improvements and plans to sustain identified opportunities. • Led and taught plant Six-Sigma Green Belt training and certification program. o Served as change agent for plant to use Six Sigma tools to find and eliminate root causes for issues o Completed three projects with cost savings $ 1.6MM

• Managed plant operations including mixing, coating, converting and maintenance. • Developed and managed department budgets and capital investments • Participated in contract negotiations with local and district union officials. • Served as member of Joint Labor Management Steering Committee. Worked with local and district union officials to resolve grievance issues

• Managed Quality Assurance System. Ensured translation of formula and coating/product specifications. • Implemented and maintained systems in accordance with ISO 9002 requirements. • Tracked and disposed of all non-conforming products. • Ensured all QC personnel were adequately qualified, properly trained, motivated, and aligned with company standards/policies/principles.

Process Engineer in a Pressure Sensitive Tape facility (Coating / Converting). Formerly American Tape Co. plant.

Process Engineer in the aluminum wheel department. Department consisted of chrome plating, painting, and clear powder coating of aluminum cast wheels.

Developed and implemented training materials & certification programs